<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Gabriel Moore</style></author><author><style face="normal" font="default" size="100%">Therese Fitzpatrick</style></author><author><style face="normal" font="default" size="100%">Ivy Lim-Carter</style></author><author><style face="normal" font="default" size="100%">Abby Haynes</style></author><author><style face="normal" font="default" size="100%">Anna Flego</style></author><author><style face="normal" font="default" size="100%">Barbara Snelgrove</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Implementing Knowledge Translation Strategies in Funded Research in Canada and Australia: A Case Study</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">funded research</style></keyword><keyword><style  face="normal" font="default" size="100%">implementation</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge mobilization</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge translation</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational learning</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1016</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">16-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">There is an emerging literature describing the use of knowledge translation strategies to increase the relevance and usability of research, yet there are few real-world examples of how this works in practice. This case study reports on the steps taken to embed knowledge translation strategies in the Movember Foundation's Men’s Mental Health Grant Rounds in 2013–14, which were implemented in Australia and Canada, and on the support provided to the applicants in developing their knowledge translation plans. It identifies the challenges faced by the Men’s Mental Health Program Team and how these were resolved. The strategies explored include articulating knowledge translation requirements, ensuring a common understanding of knowledge translation, assessing knowledge translation plans, methods of engaging end users, and building capacity with applicants. An iterative approach to facilitating knowledge translation planning within project development was rolled out in Australia just prior to Canada so that lessons learned were immediately available to refine the second roll out. Implementation included the use of external knowledge translation expertise, the development of knowledge translation plans, and the need for internal infrastructure to support monitoring and reporting. Differences in the Australian and Canadian contexts may point to differential exposure to the concepts and practices of knowledge translation. This case study details an example of designing and implementing an integrated knowledge translation strategy that moves beyond traditional dissemination models. Lessons learned point to the importance of a long lead-up time, the use of knowledge translation expertise for capacity building, the need for flexible implementation, and the need for efficiencies in supporting applicants.</style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">Sax Institute
Gabriel Moore is the Principal Policy Analyst, Knowledge Exchange at the Sax Institute where she has worked in knowledge translation and exchange with health policy and practice agencies for over 10 years. Her responsibilities include oversight of the Evidence Check rapid review program, knowledge brokering, and service development, and she was the lead author of the Movember Foundation Knowledge Translation Strategy. Gabriel previously worked for ten years in the health sector and is currently completing a PhD in knowledge translation.</style></custom1><custom2><style face="normal" font="default" size="100%">Movember Foundation
Therese Fitzpatrick is the Global Mental Health Director at the Movember Foundation. In this role, she has responsibility for the development and implementation of the Foundation’s Mental Health Strategy and investments made in this area. Therese has over 20 years’ experience in health, spanning clinical work, program development and implementation, advocacy, and evaluation at local, national, and international levels. She has postgraduate qualifications in public health and business management, and undergraduate qualifications in Occupational Therapy (BAOT Hons). </style></custom2><custom3><style face="normal" font="default" size="100%">Movember Foundation
Ivy Lim-Carter is the Canadian Men’s Health Program Manager for the Movember Foundation. She has over 20 years of experience in Research Grants Management within the health charity sector, predominantly in neurodegenerative diseases. Most recently, Ivy has worked as the Director of Research and Clinical Programs for Parkinson Society Canada. Ivy is a contributing author on Canadian clinical practice guidelines and trained in the application of techniques for moving evidence-informed research and knowledge in mental health into practice. </style></custom3><custom4><style face="normal" font="default" size="100%">CIPHER
Abby Haynes is the Senior Research Officer for the Centre for Informing Policy in Health with Evidence from Research (CIPHER), which is investigating what tools, skills, and systems might contribute to an increased use of research in policy and program development. She has worked in the health and community sector for over 20 years, first as a social worker and then as a researcher on state and federal government projects, and at the University of Sydney. </style></custom4><custom5><style face="normal" font="default" size="100%">Movember Foundation
Anna Flego is the Project Manager of the Movember Foundation’s Global Men’s Health Survey. Anna has over 18 years of experience working in healthcare and health research providing her with invaluable knowledge about promoting healthy lifestyles both at the individual and population health levels. Prior to working for the Foundation, Anna worked as a Research Fellow at Deakin University, Australia in Health Economics/Program Evaluation predominantly in obesity prevention. She has published in the peer reviewed literature and been a reviewer for a number of public health and health economics journals. Anna also has a clinical background in physiotherapy.</style></custom5><custom6><style face="normal" font="default" size="100%">Movember Foundation
Barbara Snelgrove provides program support to the Canadian Men’s Health Program with the Movember Foundation, and is the project coordinator for the Community of Practice implementation. With over 20 years’ experience in the health charity sector, Barbara has developed national education programs for a variety of audiences, including patient-centred resources, and online accredited courses for health care providers. Barbara has been the project manager on the publication of Canadian clinical practice guidelines, as well as a contributing author. </style></custom6></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Paul E. Renaud</style></author><author><style face="normal" font="default" size="100%">Sheppard D. Narkier</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Using a Capability Perspective to Sustain IT Improvement</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">capability improvement</style></keyword><keyword><style  face="normal" font="default" size="100%">capability maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">competency capability</style></keyword><keyword><style  face="normal" font="default" size="100%">enterprise architecture</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational culture</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational learning</style></keyword><keyword><style  face="normal" font="default" size="100%">process capability</style></keyword><keyword><style  face="normal" font="default" size="100%">shadow IT</style></keyword><keyword><style  face="normal" font="default" size="100%">technology capability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/802</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">28-39</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">A firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">The Lanigan Group
Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing &amp; Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program and Chief Architect at SHL Systemhouse. Mr. Renaud is a co-author of several patents and authored &lt;em&gt;Introduction to Client/Server Systems&lt;/em&gt;, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queens University.</style></custom1><custom2><style face="normal" font="default" size="100%">
Sheppard Narkier is a business-driven, senior information technology executive who generates business value where investment in enabling technology is an integral part of a company’s business strategy. Sheppard’s experience spans roles as a senior executive, enterprise architect, systems engineer, and developer. He has been recognized for building strong, diverse, and motivated teams that have delivered measurable business value in diverse IT environments. He has implemented mission-critical systems, reusable assets, and technology roadmaps in premier financial services institutions such as the American Stock Exchange, S&amp;P, and UBS-IB. Sheppard was a co-founder and Chief Scientist of Adaptivity, which was acquired by EMC. Sheppard is responsible guiding EMC’s application transformation portfolio strategy. Sheppard has a BA in both Mathematics and Anthropology from Oswego State, NY. He is the co-author on several patents, has written thought-leadership blogs for Network World, Adaptivity, and EMC InFocus, and has ghost-written the book &lt;em&gt;Next Generation Datacenters in Financial Services: Driving Extreme Efficiency and Effective Cost Savings&lt;/em&gt;.</style></custom2><custom3><style face="normal" font="default" size="100%">
Sonia Bot is an accomplished operational executive who has experienced a wide range of climates in businesses, from unprecedented extreme highs and lows through to various stages of lifecycle development, transformation, and turnaround. She is an entrepreneurial-minded leader and strategic thinker with extensive experience in technology innovation and global business management. Ms. Bot is the Chief Executive of The BOT Consulting Group Inc., where she partners with executives and entrepreneurs of global technology companies in to assist in building, growing, and transforming ventures and to solve wicked business problems. Ms. Bot is an accomplished industry presenter, author of numerous peer-reviewed articles, and industry executive member of university and business acceleration boards. Her prior work experience includes Research In Motion (BlackBerry), Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt.</style></custom3></record></records></xml>